1

EXECUTIVE SUMMARY

Soak in the space that's bang in the centre of Bangalore's business and
entertainment areas. Drive in from the airport delighting in backseat surprises
(we're not revealing here). You'll see how we mean business in a quiet efficient
way from the moment you step in. Our lobby is a unique mix of chic and classic.
This arrival zone sets the tone for guestrooms and banquet facilities that deliver
the ultimate in urban relaxation. Get set to be delighted with small surprises from
the moment you enter.
Discover the most happening restaurants which open to the lobby or the pool to
create an enticing food zone offering the best in world cuisine. Technology is
woven through it all. Vivanta by Taj - M G Road has all the entertainment and
connectivity options today's traveller requires. Become a part of our world. Feel
the pulse of an international business and conferencing destination. Experience the
buzz.

CHAPTER NO. 1
INTRODUCTION

STATEMENT OF PROBLEM
OBJECTIVES OF STUDY
SCOPE OF THE STUDY
RESEARCH METHODOLOGY
SCHEME OF RESEARCH
RESEARCH DESIGN
MODE OF DATA COLLECTION
LIMITATION

INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of ones
relationship with their supervisor, quality of physical environment in which they
work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative
attitude towards job has been defined variously from time to time.

In short job

satisfaction is a persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation
may rest largely upon ones success or failure in the achievement of personal
objective and upon perceived combination of the job and combination towards
these ends.
According to pestonejee, Job satisfaction can be taken as a summation of
employees feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow
workers, opportunities on the job for promotion and advancement
(prospects), overtime regulations, interest in work, physical environment,
and machines and tools.
2. Management-

supervisory

treatment,

participation,

rewards

and

punishments, praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people
in community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job
and a predictor of work behavior such as organizational citizenship, Absenteeism,

Turnover. Job satisfaction benefits the organization includes reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as
improved punctuality and worker morale. Job satisfaction is also linked with a
healthier work force and has been found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the
possessions of feeling have being accepted by and belonging to a group of
employees through adherence to common goals and confidence in desirability of
these goals.
Morale is the by-product of the group, while job satisfaction is more an individual
state of mind.

STATEMENT OF PROBLEM

Employee satisfaction and retention have always been important issues for
organisations. After all, high levels of absenteeism and staff turnover can affect
your bottom line, as temps, recruitment and retraining take their toll. But few
practices (in fact, few organizations) have made job satisfaction a top priority,
perhaps because they have failed to understand the significant opportunity that lies
in front of them. Satisfied employees tend to be more productive, creative and
committed to their employers, and recent studies have shown a direct correlation
between staff satisfaction and patient Satisfaction.1 Family organisations who can
create work environments that attract, motivate and retain hard-working
individuals will be better positioned to

succeed in a competitive health care

environment that demands quality and cost-efficiency. What's more, organisations

may even discover that by creating a positive workplace for their employees,
Theyve increased their own job satisfaction as well.

OBJECTIVES OF STUDY
1. To know the satisfaction level towards the behaviors of peers and superiors.
2. To study the level of satisfaction towards his salary and also other benefits
which are provided by the company?
3. To study the ESI facilities and safety measures which are provided by the
company?
4. To suggest the company about the measures to be taken for more employee
satisfaction.

SCOPE OF THE STUDY

This study emphasis in the following scope:

To identify the employees level of satisfaction upon that job.
This study is helpful to that organisation for conducting further research.
It is helpful to identify the employers level of satisfaction towards welfare
measure.
This study is helpful to the organization for identifying the area of
dissatisfaction of job of the employees.

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. In my
research work various steps where adopted to study the problem. The Research
methodology includes description about why the research study has been
undertaken. So by framing a right methodology it is possible to gain a deeper
insight in to the research problem also to give a full proof for action plan for
carrying out the project successfully.

1. Statement of problem
The particular topic is chosen because job satisfaction exercises a potential
influence on employee productivity and human relation climate in an
organization. The project is aimed at understanding the satisfaction of
employees relating to their job. Their working condition their supervisors, their
fellow workers their payment and overall organization.
2. Purpose of study

a. The purpose of doing this project is to find whether the employees

are satisfied in general.
b. The type of training programs given to the workers and to find out
whether there where a healthy relation between the workers.

3. Scope of study
The study is conducted for Axis Bank to find out the job satisfaction of
employees. The study also covers the tools which increase the
productivity and find out the benefits other than salary which receives
by the employees.
4. Questionnaire design
The questionnaire was prepared after gathering primary information
about the current motivation system and techniques in the organization.
5. Nature of Data
The data where collected both primary and secondary sources. The
primary source consists of information arrived from employees
through interview schedule. The secondary source includes company
records books, manual etc.

6. Method of data collection

The data where collected from employees through a structured

questionnaire and interview schedule.
7. Sampling plan
1. Sampling unit.
The universe of the study consists of factory workers
belonging to the different section of manufacturing process.
2. Sample size:The sample size is 100
3. Sampling method
The sampling method is used from the study is random
sampling. Different data where identified and samples has
been taken.
4. Tools of analysis
The data was analyzed by applying the percentage analysis as
the statistical tool.

LIMITATIONS OF STUDY
The study was thoughtful for knowing the existing job satisfaction level of the
employees of VIVANTA BY TAJ BANGALORE.
Limitation for the study, the study was restricted to VIVANTA BY TAJ
BANGALORE only and other being the time as constraint.

CHAPTER NO. 2

INTRODUCTION OF JOB SATISFACTION

DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are
taken from the book of D.M. Pestonjee Motivation and Job Satisfaction which
are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from
appraisal of ones job. An effective reaction to ones job.
By Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in
three areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job
By Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold
towards the job, towards the related factors and towards the life in general.
By Glimmer
Job satisfaction is defined as any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, I am satisfied
with my job.
Job satisfaction is defined, as employees judgment of how well his job on a whole
is satisfying his various needs
By Mr. Smith

10

Job satisfaction is defined as a pleasurable or positive state of mind resulting from

appraisal of ones job or job experiences.
By Locke

11

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived
35 studies on job satisfaction conducted prior to 1933 and observes that Job
satisfaction is combination of psychological, physiological and environmental
circumstances. That causes a person to say. I m satisfied with my job. Such a
description indicate the variety of variables that influence the satisfaction of the
individual but tell us nothing about the nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953) considers
Job satisfaction as dependent upon job content, identification with the co.,
financial & job status & priding group cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne
study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers productivity.

12

These studies ultimately showed that novel changes in work conditions

temporarily increase productivity (called the Hawthorne Effect). It was later found
that this increase resulted, not from the new conditions, but from the knowledge of
being observed.
This finding provided strong evidence that people work for purposes other than
pay, which paved the way for researchers to investigate other factors in job
satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study
of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
causing a shift
from skilled labor and piecework towards the more modern approach of assembly
lines and hourly wages.
The initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers with new
questions to answer regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.

13

IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their

job and a predictor of work behavior such as

organizational, citizenship,

Absenteeism, Turnover.
Job satisfaction can partially mediate the relationship of personality
variables and deviant work behavior.
Common research finding is that job satisfaction is correlated with life
style.
This correlation is reciprocal meaning the people who are satisfied with the
life tends to be satisfied with their jobs and the people who are satisfied
their jobs tends to satisfied with their life.
This is vital piece of information that is job satisfaction and job
performance is directly related to one another. Thus it can be said that, A
happy worker is a productive worker.
It gives clear evidence that dissatisfied employees skip work more often
and more like to resign and satisfied worker likely to work longer with the
organization.

14

IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction,
self-respect, self-esteem, and self-development. To the worker, job satisfaction
brings a pleasurable emotional state that can often leads to a positive work
attitude. A satisfied worker is more likely to be creative, flexible, innovative, and
loyal.
For the organization, job satisfaction of its workers means a work force that is
motivated and committed to high quality performance. Increased productivity- the
quantity and quality of output per hour worked- seems to be a byproduct of
improved quality of working life. It is important to note that the literature on the
relationship between job satisfaction and productivity is neither conclusive nor
consistent.
However, studies dating back to Herzbergs (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical
that more satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also
a temporary one, and also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved

15

punctuality and worker morale. Job satisfaction is also linked with a healthier
work force and has been found to be a good indicator of longevity.
Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying
or delighting employees is a prerequisite to satisfying or delighting customers,
thus protecting the bottom line
WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute
to his or her own satisfaction and well being on the job. The following suggestions
can help a worker find personal job satisfaction: Seek opportunities to demonstrate
skills and talents. This often leads to more challenging work and greater
responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employers value and rewards excellent
reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks
more efficiently and effectively. This will relive boredom and often gets one
noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased
responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.

16

See the value in your work. Appreciating the significance of what one does can
lead to satisfaction with the work itself. This help to give meaning to ones
existence, thus playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.
FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six
major components of job satisfaction. These are as under:
The way the individual reacts to unpleasant situations,
The facility with which he adjusted himself with other person
The relative status in the social and economic group with which he
identifies himself
The nature of work in relation to abilities, interest and preparation of
worker
Security
Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies
and listed various job factors of job satisfaction. These are briefly defined one by
one as follows:
Intrinsic aspect of job:- It includes all of the many aspects of the work,
which would tend to be constant for the work regardless of where the work
was performed.
Supervision ;- This aspect of job satisfaction pertains to relationship of
worker with his immediate superiors. Supervision, as a factor, generally
influences job satisfaction.
Working conditions:- This includes those physical aspects of environment
which are not necessary a part of the work. Hours are included this factor

17

because it is primarily a function of organization, affecting the individuals

comfort and convenience in much the same way as other physical working
conditions.
Wage and salaries:- This factor includes all aspect of job involving present
monitory remuneration for work done.
Opportunities for advancement :- It includes all aspect of job which
individual sees as potential sources of betterment of economic position,
organizational status or professional experience.
Security:- It is defined to include that feature of job situation, which leads
to assurance for continued employment, either within the same company or
within same type of work profession.
Company & management:- It includes the aspect of workers immediate
situation, which is a function of organizational administration and policy. It
also involves the relationship of employee with all company superiors
above level of immediate supervision.
Social aspect of job:- It includes relationship of worker with the employees
specially those employees at same or nearly same level within the
organization.
Communication:- It includes job situation, which involves spreading the
information in any direction within the organization. Terms such as
information of employees status, information on new developments,
information on company line of authority, suggestion system, etc, are used
in literature to represent this factor.
Benefits:- It includes those special phases of company policy, which
attempts to prepare the worker for emergencies, illness, old age, also.
Company allowances for holidays, leaves and vacations are included within
this factor.
REASONS OF LOW JOB SATISFACTION

18

Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

HIGH ABSENTEEISM: -Absenteeism means it is a habitual
pattern of absence from duty or obligation. If there will be low job
satisfaction among the employees the rate of absenteeism will

19

definitely increase and it also affects on productivity of organization.

As th job satisfaction is high the rate of both turn over and
absentiseesm is low and vise a versa.
HIGH TURNOVER: - In human resource refers to characteristics
of a given company or industry relative to the rate at which an
employer gains and losses the staff. If the employer is said to be
have a high turnover of employees of that company have shorter
tenure than those of other companies.

TRAINING

COST

INCREASES:-

As

employees

leaves

organization due to lack of job satisfaction. Then Human resource

manager has to recruit new employees. So that the training
expenditure will increases.

INFLUENCES ON JOB SATISFACTION:- There are no. of

factors that influence job satisfaction. For example, one recent study
even found that if college students majors coinsided with their job ,
this

relationship will predicted subsequent job satisfaction.

However, the main influences can be summerised along with the

dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research
related to the job characteristics approach to job design, shows that feedback from
job itself and autonomy are two of the major job related motivational factors.
Some of the most important ingredients of a satisfying job uncovered by survey

20

include intersting and challenging work, work that is not boring, and the job that
provides status.
Pay
Wages and salaries are recognised to be a significant, but complex,
multidimensional factor in job satisfaction. Employees often see pay as a
reflection of how management view their contribution to the organization. Fringe
benefits are also important. If the employees are allowed some flexibility in
choosing the type of benefits they prefer within a total package, called a flexible
benefit plan, there is a significant increase in both benefit satisfaction and overall
job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction.
This is because of promotion take number of different forms.
WHAT IS THE IMPACT OF JOB SATISFACTION?
Many managers subscribe to the belief that a satisfied worker is necessarily good
worker. In other words, if management could keep the entire workers happy,
good performance would automatically fallow. There are two propositions
concerning the satisfaction performance relation ship. The first proposition, which
is based on traditional view, is that satisfaction is the effect rather than the cause of
performance. This proposition says that efforts in a job leads to rewards, which
results in a certain level of satisfaction .in another proposition, both satisfaction
and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects
employee turn over, and consequently organization can gain from lower turn over
in terms of lower hiring and training costs. Also research has shown an inverse
relation between job satisfaction and absenteeism. When job satisfaction is high

21

there would be low absenteeism, but when job satisfaction is low, it is more likely
to lead a high absenteeism.
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as
persons and as bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to
morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms.
Motivation is a drive to perform, where as satisfaction reflects the individuals
attitude towards the situation. The factors that determine whether individual is
adequately satisfied with the job differs from those that determine whether he or
she is motivated. the level of job satisfaction is largely determined by the comfits
offered by the environment and the situation . Motivation, on the other hand is
largely determine by value of reward and their dependence on performance. The
result of high job satisfaction is increased commitment to the organization, which
may or may not result in better performance.

22

A wide range of factors affects an individuals level of satisfaction. While

organizational rewards can and do have an impact, job satisfaction is primarily
determine by factors that are usually not directly controlled by the organization. a
high level of job satisfaction lead to organizational commitment, while a low level,
or dissatisfaction, result in a behavior detrimental to the organization. For
example, employee who like their jobs, supervisors, and the factors related to the
job will probably be loyal and devoted. People will work harder and derive
satisfaction if they are given the freedom to make their own decisions.

CHAPTER NO. 3
INDUSTRY PROFILE

23

COMPANY PROFILE

INDUSTRY PROFILE
Indias hospitality sector is likely to see investment in excess of $200 billion over
the next three years, with investors shifting their focus to Asias growing
economies as growth slows in more mature markets.
According to a recent report by global database and research service for hotel
construction projects, Tophotelprojects.com, around 300 branded hotels will come
up in India over the next three years, constituting about 17% of Asias hotel
construction pipeline.
India has the second largest number of hotels under construction with 292 first
class and luxury hotels after 592 hotels that are coming up in China of the total
17,000 hotels being built in Asia over the next three years. The hotel projects
under construction include projects from companies such as Accor, Carlson
Rezidor Hotel Group, Fairmont Raffles Hotels International, Hilton Worldwide,
Hyatt Hotels Corp. and Indian Hotels Co. Ltd. that runs Taj Hotels.
Sector analysts say taking an even spread of hotels coming up across segments
ranging from budget to luxury hotels and considering at least 100 rooms per hotel,
on an average each room will entail cost of construction of around Rs60-70 lakh.
Globally, from the growth perspective, higher percentage of growth is coming out
of India. Where global economies are growing at 2-something percentage, Asian
economies are growing at 5-6%. Hospitality industry is closely linked with
economy, said Chintan Patel, director, real estate and hospitality, Ernst & Young.

24

Also, it is still a while before India becomes a mature market like that of the US
or Europe. Even China has huge supply coming in, thus growth prospects in India
are better.
The government has termed the shortage of branded hotel rooms in the country as
an acute shortage. It estimates an additional need of 180,000 branded hotel rooms
in addition to existing 128,000 rooms now in order to increase Indias share of
global inbound tourists to 1% from current 0.6% by 2016-2017.
HVS, a hotel consultancy company, puts the number of hotel beds available across
the country in the organized sector at 84,000 and outlines a need for 90,000 hotel
beds over the next five years in Indias metropolis, including 11,000 in Mumbai
and 10,000 in Bangalore.
Of those hotel companies which will be opening properties in India, Accor is
currently looking at eight hotels, Carlson Rezidor is developing 30 new properties
while Hilton and the InterContinental Hotels Group Plc are planning nine and 16
new hotel openings, respectively, notes the report. Hyatt, which operates 13 hotels
in India, will also expand its presence with 15 new hotel opening in next few
years.
The report noted that hotel companies are betting big on Indias growing, well-off
middle class with 350-500 million people having spare money to spend on travel.

ANALYSIS REPORT OF HOTEL INDUSTRY

India occupies the sixty-eighth position among the top tourist destinations in

25

the world for 2011. To encourage the tourism sector, the government in recent
times, has taken some measures which will benefit the sector. The Centre and
States are also working out a PPP (Public-Private-Partnership) model to
increase hotel capacity.
Government of India increased spend on advertising campaigns (including for
the campaigns 'Incredible India' and 'Athithi Devo Bhava' - Visitors are like
God) to reinforce the rich variety of tourism in India. The ministry promoted
India as a sate tourist destination and undertook various measures, such as
stepping up vigilance in key cities and at historically important tourist sites.
According to the latest Tourism Satellite Accounting (TSA) research, released
by the World Travel and Tourism Council (WTTC), the demand for travel and
tourism in India is expected to grow by 8.2 % between 2010 and 2019. This
will place India at the third position in the world. India's travel and tourism
sector is expected to be the second largest employer in the world. Capital
investment in India's travel and tourism sector is expected to grow at 8.8 %
between 2010 and 2019. The report forecasts India to get more capital
investment in the travel and tourism sector and is projected to become the fifth
fastest growing business travel destination from 2010 through 2020.
India's rapid economic growth has already set the stage for fundamental
changes in the country's population. With more disposable income, the demand
for travel and tourism has also grown. Although, currently domestic tourists
constitute a very small chuck of the total tourist pie, the segment is growing.

Key Points
Supply

We have a shortage of 100,000 guest rooms short in the

country. This is expected to keep ARRs high for the next

26

few years.
Demand

Largely depends on business travelers but tourist traffic is

also on the rise. Demand normally spurts in the peak season
between November and March.

Barriers to entry

High capital costs, poor infrastructure facilities and scarcity

of land especially in the metros.

Bargaining power
of suppliers
Bargaining power
of customers
Competition

Limited due to higher competition, especially in the metros.

Higher in metro cities due to increasing room supply.
Intense in metro cities, slowly picking up in secondary
cities. Competition has picked up due to the entry of foreign
hotel chains.

FINANCIAL YEAR '12

The performance of the hotel industry is directly connected with global and
local economic growth and investor confidence. A strong underlying economy
is a pre-requisite for sustained recovery. Unfortunately, the year 2011 has not
been a year of economic recovery either in India or globally. After two
exceptionally bad years, the global hospitality industry was expected to
recover in 2011. Despite encouraging signs in the first half of 2011, there was
growing uncertainty during the latter part of the year. As a result, recovery has

27

been fragile during 2011. The situation in India mirrors this overall global
trend.
As per statistics by the Indian Ministry of Tourism, the foreign tourist arrivals
in India for 2011, has been 6.29 million which is an 8.9% increase over 5.8
million tourists of 2010, the growth being higher than the global scenario but
less than the overall Asia-Pacific region. Foreign Exchange Earnings from
tourism increased to Rs 775 bn in 2011, from Rs 648 bn in 2010, with a
growth rate in earnings of 19.6% over 2010. Extension of Visa on Arrival
scheme to six more countries (Cambodia, Indonesia, Vietnam, Philippines,
Laos and Myanmar) has led to growth in foreign tourist arrivals.
In terms of hospitality industry performance in India, the overall rates,
occupancies and RevPAR have been stagnant owing to the impact of increased
supply in the market and the general recessionary environment.
Supply overhang in certain cities, increase in food and fuel costs and rising
interest rates eroded the margins for the Indian hotel industry. The balance
sheets of hotel companies remained under stress on account of acquisitions of
land banks at unrealistically high prices in the past and the resultant rise in
debt levels.

Prospects
In the long term, the demand-supply gap in India is very real and that there is
need for more hotels in most cities. The shortage is especially true within the
budget and the mid market segment. There is an urgent need for budget and
mid market hotels in the country as travellers look for safe and affordable
accommodation. Various domestic and international brands have made
significant inroads into this space and more are expected to follow as the

28

potential for this segment of hotels becomes more obvious.

The United Nations World Tourism Organisation (UNWTO) expects growth to
continue for the tourism sector in 2012, although at a slower rate. It forecasts
international tourist arrivals to grow in the range of 3% to 4% in 2012. WTTC
indicates that this growth will be moderate as the bounce-back for tourism
destinations that faced specific challenges last year, will be offset by a weaker
performance in other countries. Travel & tourism in China, India, Japan
(bounce-back), Latin America and Africa is expected to perform well in 2012.
UNWTO predicts that India will receive 25 million foreign tourists by the year
2015.
Despite the economic and political scenarios worldwide, demand for business
travel has remained relatively robust. Companies are likely to increase spends
and the multiplier effect of healthy salary increases will drive discretionary
spending, especially on leisure travel. The affluent segments plan to spend
more on travel in 2012, creating opportunities for the hospitality sector in the
luxury space.
India's room supply pipeline represents 17% of the Asia-Pacific pipeline. It
was moving at a CAGR of 10.8% for last 10 years and is now poised to grow
at a CAGR of 6% in next 5 years. The intense supply pipeline would be
backed by addition of room capacity by all the hotels both in India and
Internationally. The supply pipeline would beef up also on account of
improved foreign tourist arrivals, corporate travels, etc. International hotels
like Carlson, Strawood, Marriot, etc are the ones which have chalked out plans
to acquire the sufficient market share, thus, giving a thrust to the Indian supply
pipeline.

COMPANY PROFILE

29

The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively
known as Taj Hotels Resorts and Palaces and is recognised as one of Asia's largest
and finest hotel company. Incorporated by the founder of the Tata Group, Mr.
Jamsetji N. Tata, the company opened its first property, The Taj Mahal Palace
Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its
centenary year in 2003.
Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India
with an additional 16 international hotels in the Maldives, Malaysia, Australia,
UK, USA, Bhutan, Sri Lanka, Africa and the Middle East.
Spanning the length and breadth of the country, gracing important industrial towns
and cities, beaches, hill stations, historical and pilgrim centres and wildlife
destinations, each Taj hotel offers the luxury of service, the apogee of Indian
hospitality, vantage locations, modern amenities and business facilities.
IHCL operate in the luxury, premium, mid-market and value segments of the
market through the following:
Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the
world's most discerning travelers seeking authentic experiences given that luxury
is a way of life to which they are accustomed. Spanning world-renowned
landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces
and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a
refreshingly modern way to create unique experiences and lifelong memories.
Taj also encompasses a unique set of iconic properties rooted in history and
tradition that deliver truly unforgettable experiences. A collection of outstanding
properties with strong heritage as hotels or palaces which offer something more
than great physical product and exceptional service. This group is defined by the

30

emotional and unique equity of its iconic properties that are authentic, nonreplicable with great potential to create memories and stories.
Taj Exotica is our resort and spa brand found in the most exotic and relaxing
locales of the world. The properties are defined by the privacy and intimacy they
provide. The hotels are clearly differentiated by their product philosophy and
service design. They are centered around high end accommodation, intimacy and
an environment that allows its guest unrivalled comfort and privacy. They are
defined by a sensibility of intimate design and by their varied and eclectic culinary
experiences, impeccable service and authentic Indian Spa sanctuaries.
Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled
beauty of the Indian jungle amidst luxurious surroundings. They offer India's first
and only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate,
interpretive, wild life experience based on a proven sustainable ecotourism model.
Vivanta by Taj Hotels & Resorts span options for the work-hard-play-hard
traveller across metropolitan cities, other commercially important centres as well
as some of the best-loved vacation spots. Stylish & sophisticated, Vivanta by Taj
delivers premium hotel experiences with imagination, energy & efficiency. It's the
flavour of contemporary luxury, laced with cool informality and the charming Taj
hospitality. Created for the cosmopolitan global traveller and bon vivant, Vivanta
by Taj Hotels & Resorts create experiences that will amuse, invigorate & inspire
you. Vivanta revels in a spirit that presents the normal with an unexpected twist.
Experiences which make you pause & appreciate the hidden beauty in life! It
challenges your expectations of a hotel and unfolds multiple layers of delight.
Innovative cuisine concepts, the smart use of technology & the challenge to
constantly engage, energize and relax you all add up to make Vivanta by Taj the
new signature in hospitality.

31

The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a panIndia network of hotels and resorts that offers business and leisure travelers a hotel
designed, keeping the modern nomad in mind. At the Gateway Hotel, we believe
in keeping things simple. This is why, our hotels are divided into 7 simple zonesStay, Hangout, Meet, Work, Workout, Unwind and Explore.
As travel often means more hassle than harmony, more stress than satisfaction,
modern travelers are looking for smarter choices. Driven by our passion for
perfection, we welcome our customers to a refreshingly enjoyable and hassle-free
experience, anytime, everywhere. Offering the highest consistency in quality,
service and style we set new standards and take the unwanted surprises out of
traveling. Our warm welcomes make our guests feel at home, away from home
and our crisp and courteous service empowers them to get more done with greater
effectiveness and control. And through our unrivalled network we provide service
that is effortless, simple, never overwhelming, always warm.
Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the
value segment. Intelligently designed facilities, consistency and affordability are
hallmarks of this brand targeted at travelers who value simplicity and self-service.
Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto
international shores with plans to build an international network of luxury hotels,
which will provide an exemplary product-service combination and in the process
create a global brand. The current international portfolio includes luxury resorts in
the Indian Ocean, business and resort destinations in the Middle East and Africa,
serviced apartments in the UK, the first hotel in Australia and three a top-end
luxury hotels in the US.
Throughout the Company's expansion, its mandate has been twofold: to infuse a
sense of Indian heritage and culture within each diverse property, while also

32

anticipating the needs and desires of the sophisticated traveller. Over the years, the
Taj has won international acclaim for its quality hotels and its excellence in
business facilities, services, cuisine and interiors.
The Taj strengthened its presence in the Indian Ocean rim with the Exotica Brand.
The Taj Exotica was evolved as part of Taj Hotels Resorts and Palaces intent to
position it as a brand that is clearly differentiated by its product philosophy and
service design. The Taj Exotica Resort and Spa, in Maldives is centered on highend accommodation, intimacy and an environment that allows its guest's
unrivalled comfort and privacy.
Taj Hotels further expanded its global footprint by securing management contracts
at Palm Island, Jumeirah in Dubai, Saraya Islands in Ras Al Khaimah, Aldar
Group in Abu Dhabi, UAE Langkawi in Malaysia and Thimpu in Bhutan. The
most significant additions to the portfolio have been The Pierre, the iconic
landmark hotel on New York's Fifth Avenue, Taj Boston and Blue, Sydney.
The presence of Taj Hotels Resorts and Palaces internationally has been developed
through a network of Taj regional sales and PR offices in the United Kingdom,
France, Germany, Italy, Dubai, Singapore, Australia, Japan, Russia and the United
States of America.
At the Taj Hotels Resorts and Palaces luxurious living and fine dining find
common ground. Whether it is introducing exotic world cuisines to India or taking
authentic Indian fare to the world, the Taj Hotels Resorts and Palaces is renowned
for the eclectic culinary experiences it brings to its guests. Through a vast
repertoire of award-winning restaurants, legendary recipes from royal kitchens and
celebrated food festivals, the Taj has pioneered innovation in fine dining across the
world.

33

Taj Hotels also promise a whole new experience of tranquillity and total 'wellness',
through Jiva Spas a unique concept, which brings together the wisdom and
heritage of the Asian and Indian Philosophy of Wellness and Well-being. Rooted in
ancient Indian healing knowledge, Jiva Spas derive inspiration and spirit from the
holistic concept of living. There is a rich basket of fresh and unique experiences
under the Jiva Spa umbrella of offering, Yoga and Meditation, mastered and
disseminated by accomplished practitioners, authentic Ayurveda, and unique Taj
signature treatments. Royal traditions of wellness in service experiences, holistic
treatments involving body therapies, enlivening and meaningful rituals and
ceremonies and unique natural products blended by hand, come together to offer a
truly calming experience.
IHCL operates Taj Air, a luxury private jet operation based out of Mumbai, India.
In addition to the Falcon 2000 and Falcon 2000LX jet aircraft designed by
Dassault Aviation, France; Taj Air also operates the P.180 Avanti II turboprop
aircraft manufactured by Piaggio Aero, Italy.
IHCL also operates Taj Yachts, two 3-bedroom luxury yachts which can be used
by guests in Mumbai and Kochi, in Kerala.
IHCL also operates Taj SATS Air Catering Ltd., the largest airline catering service
in South Asia, as a joint venture with SATS (formerly known as Singapore Airport
Terminal Services).
Additionally, it operates the Indian Institute of Hotel Management, Aurangabad
since 1993. The institute offers a Four-year diploma, designed with the help of
international faculty and has affiliations with several American and European
programmes.

34

CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY

As a part of Tatas; India's premier business house; we; at Taj Hotels, have always
believed in society and environment being integral stakeholders in our business
along with our shareholders, customers, vendors and others. Over the last decade,
the movement towards ecologically sound tourism has gained urgency and
importance across the globe and we recognize that responsible practices in vogue
are as diverse as the geographies.
We promote corporate citizenship through our strategic public-private partnerships
which encourage building livelihoods of less-advantaged youth and women. The
causes we promote include reducing malnutrition, promoting indigenous artisans
and craftsmen and enhancing employability of identified target groups by sharing
our core competencies as a leading hospitality company. We encourage training
and development of differently abled youth.
We at Taj have the unique scope and opportunity to develop raw potential into a
skilled workforce that is immediately employable by various players in the
industry. A majority of our community projects are focused around extending our
key strengths in food production, kitchen management, housekeeping, customer
service and spas to promote economic empowerment of candidates from
vulnerable socio-economic backgrounds. We are fully committed to the cause of
building a sustainable environment by reducing the impact of our daily operations
on the environment and improving operational efficiencies, resource conservation,
reuse and recycling of key resources.
The "Communication on Progress 2011-12" (downloadable from here) is an
update on the impact of various initiatives undertaken by our company in social &
environmental fronts. This year again our report has received an 'A+' rating, by

35

external assurance provider - KPMG for the 3rd consecutive year, further
propelling us to rededicate our commitment to the Sustainability journey.
We believe in continuous learning and sharing and would be delighted to have
your thoughts and suggestions.
EARTH
In an endeavour to reinstate its vision and efforts to boost sustainable tourism, Taj
Hotels Resorts and Palaces presented EARTH (Environment Awareness &
Renewal at Taj Hotels) this year. Implementing schemes such as the Gangroti
Glacier Clean-Up Expedition, as well as designated Earth rooms, which minimise
environmental impact, Taj is one of Asia's largest group of hotels to commit to
energy conservation and environmental management. EARTH has received
certification from Green Globe, the only worldwide environmental certification
program for travel and tourism.
The Taj began a century ago with a single landmark - The Taj Mahal Palace Hotel,
Mumbai. Today, the various Taj hotels, in all their variety and historical richness,
are recognised internationally as the symbols of true Indian hospitality. The
Company's history is integral to India's emergence into the global business and
leisure travel community; and looking to the future, Taj Hotels Resorts and Palaces
is well positioned to meet the increase in travel activity with the rapid expansion
of the Indian economy.

MANAGEMENT
Mr. Raymond Bickson

36

Managing Director & CEO

Mr. Anil P. Goel
Executive Director - Finance
Mr. Abhijit Mukerji
Executive Director - Hotel Operations
Mr. Mehernosh S. Kapadia
Executive Director - Corporate Affairs
Ms. Deepa Misra Harris
Sr. Vice President
Sales & Marketing
Mr. H.N. Shrinivas
Sr. Vice President - Human Resources
Mr. Veer Vijay Singh
Chief Operating Officer - Upper Upscale Hotels
Ms. Jyoti Narang
Chief Operating Officer - Luxury Division
Taj Hotels Resorts and Palaces
Mr. Yannick Poupon

37

Chief Operating Officer

Taj Luxury International
Mr. Beejal Desai
Vice President - Legal & Company Secretary.

Mr. Raymond Bickson

Managing Director & Chief Executive Officer
Raymond Bickson's experience in hospitality spans thirty years and four
continents. In January 2003, Mr. Bickson moved to India and joined the Board as
Executive Director & Chief Operating Officer of Taj Luxury Hotels, overseeing
the operations of all luxury properties and playing a key role in the global
expansion and development of future hotels. He assumed the role as Managing
Director & Chief Executive Officer of The Indian Hotels Company Limited in July
2003.
Mr. Bickson brings extensive international hotel experience to the Taj Group in
operations and management. He most recently served fifteen years as the Vice
President & General Manager of The Mark in New York for The Rafael Group
Hoteliers Monaco and with the Mandarin Oriental Hotel Group. His career

38

includes a variety of management assignments for over ten years with Regent
International Hotels in New York, Chicago, Dallas, Puerto Rico, Melbourne and
Shanghai, as well as training at some of the world's most renowned hotels as the
Hotel Plaza Athenee Paris, Le Montreux Palace Switzerland and the Kahala Hilton
Hawaii.
An American national, Mr. Bickson attended the cole Htelire Lausanne in
Switzerland and Advanced Management Programme at Harvard Business School.
He was voted one of the Top 10 Best Hotel Managers by Leaders Magazine from
1997-2002. Mr. Bickson is a Member of the World Travel & Tourism Council
(WTTC), International Business Leaders Forum (IBLF) and is an advisory board
member of The Leading Hotels of The World (LHW), Cornell Hotel School Centre
for Hospitality Research and Ecole Hoteliere de Lausanne in Switzerland.

Mr. Anil P. Goel

Executive Director Finance
Anil Goel is charged with the task of overseeing the Taj Group's Finance, Mergers
and Acquisitions, Purchase and Legal & Secretarial functions. With over 28 years
of experience in the Tata Group in various financial roles, including Chief
Financial Officer of Tata Tea, he brings a unique understanding of fiscal

39

responsibility to Taj. Anil is also a Non-Executive Director in Taj GVK Limited,

amongst others.
Anil graduated in Honors from Shri Ram College of Commerce in Delhi and is a
Chartered Accountant.

Mr. Abhijit Mukerji

Executive Director - Hotel Operations
Abhijit Mukerji oversees hotel operations of the Taj Hotels Resorts and Palaces
which includes Taj Luxury Hotels - India and International, Taj Business Hotels,
Taj Leisure Hotels, Taj Spas, Taj Trade and Transport and Inditravels.
A career hotelier, Mr. Mukerji's experience spans 22 years and four continents. He
has spent almost 10 years as a General Manager and run several hotels that have
won international acclaim under his stewardship. His last assignment was as Chief
Operating Officer - Taj Luxury Hotels, India.
Mr. Mukerji is an alumnus of Cornell (ESSEC) and Harvard Business School
(GMP), and has a flair for European languages.

40

Mr. Mehernosh S. Kapadia

Executive Director - Corporate Affairs
Mr. Mehernosh S. Kapadia holds a Diploma in Travel management and has served
the Taj Group of hotels in a variety of managerial positions. He has considerable
experience of over 31 years in handling various issues with the Central and State
Governments and Municipal Authorities.
He is also the Chairman of Taj Air Ltd and holds Directorships in Taj SATS Air
Catering Limited, Tata Realty & Infrastructure Limited and Ewart Investments
Limited.

Ms. Deepa Misra Harris

Sr. Vice President, Sales and Marketing
Deepa Misra Harris, Senior Vice President - Sales & Marketing, successfully leads
and enhances critical sales and marketing initiatives in India and abroad for the Taj
Group of hotels.

41

Deepa oversees the sales and marketing function for Taj Group of hotels
worldwide encompassing the worldwide sales force, distribution, central
reservations, brand marketing, public relations, social media, marketing
communications and advertising. She has spent 28 years with Taj Group and was
Vice President Marketing prior to taking on this role in December 2011. She is the
only specialist to have served separately as Vice President Sales and Vice
President Marketing before taking the lead job to oversee both functions. She has
worked across most markets in India and abroad and has played an integral role in
the growth of Taj, including the recent Brand Architecture exercise and the roll-out
of the new Vivanta by Taj and Gateway brands.
She is also on the board of several group companies such as Taj GVK Hotels and
Resorts Limited and PIEM Hotels Limited and others as well. She also represents
Taj in various industry organizations such as Hotel Association of India,
Experience India Society and Marketing advisory board of Leading Hotels of the
World amongst many others.
She holds a graduation degree in English from Delhi University's Lady Sriram
college, one of India's top colleges along with a masters degree in English and also
Mass Communications.

Mr. H.N. Shrinivas

42

Sr. Vice President - Human Resources

Mr. Shrinivas has over 30 years of experience in the field of Human Resources. He
holds a Masters Degree in Social Work from the National Institute of Social
Sciences, Bangalore, and a Masters in Industrial Law from Bangalore University.
Mr. Shrinivas has also done an Advance Management Programme - Cornell
University, HRD facilitator's programme on Change Management at National
Training Laboratory, Washington D.C., U.S.A, and has trained in Kaizen, JIT,
Lean Management at Kaizen Institute, Tokyo, Japan.
Mr. Shrinivas has worked for 18 years with the Taj in Human Resources, Learning
& Development and Business Excellence functions. After leaving the Taj in 2002,
he headed the HR function in BPL and subsequently Tata Tea. His last assignment
before joining us was with Hewlett Packard Global Delivery India Centre as
Director, Human Resources.

Mr. Veer Vijay Singh

Chief Operating Officer - Upper Upscale Hotels

43

As the Chief Operating Officer of the Taj Group-Upper Upscale Hotels, Veer Vijay
Singh is responsible for the Operations and Overall Performance of 36 hotels in 26
locations spread across seven (7) countries.
In a career span of 33 years with the Taj, he has had a wide experience in Food &
Beverage Operations and has been a General Manager for over 17 years at Taj
Hotels in Hyderabad, Calcutta & Sri Lanka. Prior to this assignment Veer Vijay
was the Director Operations of TAJGVK hotels & Resorts Pvt. Ltd and General
Manager of Taj Krishna. During his tenure he has been responsible for the growth
& expansion of TAJGVK Hotels in Chandigarh, Chennai & Hyderabad.
He has graduated from IHMCT&N, New Delhi and he had the opportunity of
further honing his skills by attending training programmes conducted by
CORNELL/N.U.S- Singapore, INSEAD & Harvard. Veer Vijay has played a
stellar role in promoting tourism in the State of Andhra Pradesh as he has been the
President of Hotels & Restaurants Association of A.P for 6 terms and has been
Director with A.P.Tourism Development Corporation, Institute of Hotel
Management, National Institute of Tourism and Hospitality Management,
Convener for Tourism Promotion in CII - AP Chapter, Vice President - SIHRA &
Executive Committee member of FHRAI.
His values, passion & loyalty towards his work and his Forte of building
relationships, makes him who he is today.

44

Ms. Jyoti Narang

Chief Operating Officer - Luxury Division
Taj Hotels Resorts and Palaces Jyoti Narang began her career with the Taj group in
1982 and has since handled a variety of portfolios across the chain, from sales and
marketing to operations. She is currently the Chief Operating Officer of the
Luxury Division of Taj Hotels Resorts and Palaces and is in charge of the overall
performance and expansion of the division.
Jyoti started off as a sales executive (in Sales) with Taj Hotels in Delhi and was
part of the launch of Taj Palace, New Delhi. In 1996, she took charge of marketing
for the entire Taj Group of Hotels before moving into operations in 2003. Seeing
an opportunity in business tourism on the back of a growing economy, Jyoti
developed the concept of 'Urban Revival' for the new age Business Hotels for Taj.
She served as the Chief Operating Officer of Taj Business Hotels for India and
abroad in 2003. She then moved on to manage the operations of Taj Leisure Hotels
in 2006. As the Chief Operating officer of this division, she was instrumental in
pioneering the launch of Taj Safaris a unique concept which offers adventure
enthusiasts a distinctive, interpretive wildlife experience.
In 2008, Jyoti was appointed as the Chief Operating Officer of The Gateway
Hotels, the new upscale brand of the Taj, and was actively involved in developing
the concept and launching the brand with an aim to be present in all economic and
commercial hubs in India. The brand is a first of its kind and was created to cater
to the needs of the modern contemporary traveller.
Jyoti obtained her B.A. in Economics from Lady Shri Ram College, New Delhi
and went on to complete her M.B.A in Finance from the Faculty of Management
in Delhi. Over the years, she has attended various marketing and management
programmes from reputed institutes like the Wharton School of Management and

45

the

International Institute

for

Management Development in Lausanne,

Switzerland.
Jyoti has always worked at maintaining the company's strong identification with
India, even as it enhances itself as a global brand. Jyoti was named as the most
powerful woman in the travel industry worldwide by Travel Agent, a leading US
national newsweekly magazine of the travel industry. She was selected for her
influence and contribution to the travel industry and is the only Indian to be named
in the prestigious list.

Mr. Yannick Poupon

Chief Operating Officer
Taj Luxury International Mr. Poupon manages a portfolio of the Luxury
International Hotels , which include landmark hotels in key cities and destinations
including The Pierre , New York , Taj Boston , Taj Campton Place , San
Francisco , Taj Cape Town and Taj Exotica Resort & Spa , Maldives . He has been
with the company for last ten years in several capacities including General
Manager of key India and International hotels . His last assignment was Chief
Operating Officer of Luxury India Hotels. across India.
He is an experienced global hotelier with over 35 years of experience with the
Savoy Group at Claridges and the Intercontinental Hotels Group . He has worked
in US , Monaco , UK , Hong Kong , Japan , Philippines , UAE and the Ivory Coast

46

in various management positions . He holds a degree from the Hotel Management

School , Strasbourg , France .

Mr. Beejal Desai

Vice President - Legal & Company Secretary
Mr. Desai has over 26 years of experience in the field of Legal & Secretarial. He is
an FCS from the Institute of Company Secretaries of India and LLB (Gen) from
Mumbai University and has also done his DCM from NMIMS.
He has varied experience in organizations like Pharma Fill Ltd, Unique Pharma
Lab. Ltd, J. L Morrison (I) Ltd and J B Chemicals & Pharmaceuticals Ltd. He was
last associated with Bharat Forge Ltd.

CHAPTER NO. 4
CONCEPTUAL FRAMEWORK ON JOB SATISFACTION
MODELS OF JOB SATISFACTION
There are various methods and theories of measuring job satisfaction level of
employees in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given
below:

47

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)
Dispositional Theory( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest periods

MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training
Efforts
Age
Seniority
Education
Co loyalty
Past
performance

Perceived personal
job inputs
Perceived inputs
& outcomes of
referent others

Perceived
amount that
should be
received (a)

48

Level
Difficulty
Time span
Amount of
responsibility

Perceived job
characteristics

Perceived
outcome of
referent others
Actual
outcome
received

Perceived
amount
received
(b)

a=b
satisfaction
a>b
dissatisfaction
a<b guilt
Inequity
Discomfort

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 proposed a model of facet satisfaction. This model is
applicable to understand what determines a persons satisfaction with any facet of
job.
According to this model actual outcome level plays a key role in a persons
perception of what rewards he receives. His perception influenced by his
perception of what his referent others receives. The higher outcome level of his
referent other the lower his outcome level will appear. This model also focuses on
his perception on reward level.
AFFECT THEORY
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied

49

one becomes when expectations are/arent met. When a person values a particular
facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to
one who doesnt value that facet. To illustrate, if Employee A values autonomy in
the workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.
DISPOSITIONAL THEORY
Another well-known job satisfaction theory is the Dispositional Theory it is a very
general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of ones job. This
approach became a notable explanation of job satisfaction in light of evidence that
job satisfaction tends to be stable over time and across careers and jobs. Research
also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge
argued that there are four Core Self-evaluations that determine ones disposition
towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one
places on his self) and general self-efficacy (the belief in ones own competence)
lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control)
leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher
job satisfaction

50

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene
Theory) attempts to explain satisfaction and motivation in the workplace. This
theory states that satisfaction and dissatisfaction are driven by different factors
motivation and hygiene factors, respectively. Motivating factors are those aspects
of the job that make people want to perform, and provide people with satisfaction.
These motivating factors are considered to be intrinsic to the job, or the work
carried out.Motivating factors include aspects of the working environment such as
pay, company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifactFurthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner
to changes in motivating/hygiene factors.. Finally, the model has been criticised in
that it does not specify how motivating/hygiene factors are to be measured

JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on job
outcomes, including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and
feedback) which impact three critical psychological states (experienced

51

meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results), in turn influencing work outcomes (job satisfaction, absenteeism,
work motivation, etc.).The five core job characteristics can be combined to form a
motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of
studies that assess the framework of the model provides some support for the
validity of the JCM.

MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparisons between various
organizational terms and conditions at managerial level and also the organization
at a large.

52

SATISFACTION

WITH

HUMAN

RESOURCES

MANAGEMENT

POLICIES OF THE ORGANIZATION:

1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I innovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor

53

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY

54

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.
RATING SCALE

55

It is one of the most common methods of measuring job satisfaction. The

popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of
pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified
by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management
personnel and revolves around the problems and challenges faced by managers.
CRITICAL INCIDENTS

56

Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they
were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms
of their contents and identifying those related aspects responsible for the positive
and negative attitudes.
PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job

attitudes. The main advantage in this method is that additional information or
clarifications can be obtained promptly.
ACTION TENDENCIES

57

By this method, Job satisfaction can be measured by asking questions and

gathering information on how they feel like behaving with respect to certain
aspects of their jobs. This method provides employees more opportunity to express
their in-depth feeling.
In his study on American employees, hoppock identified six factors that
contributed to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relatives status in the social & economic group with which he
identifies himself.
4. The nature of work in relation to the abilities, interest & preparation of
the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between
employees & management in conflct.they are concern with Job satisfaction or
general job attitudes with the employees.

58

Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individuals state of mind
about the work itself and about the life in general .the individuals health, age,
level of aspiration. Social status and political & social activities can all contribute
to the Job satisfaction. A persons attitude toward his or her job may be positive or
negative.
JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the
organizing of the work so as to relate the contents of the job to the capacity, actual
and potential, of workers. Job enlargement is oblivious forerunner of the concept
and philosophy of job design. Stephan offers three basic assumptions behind the
concept of job enlargement.

59

Output will increase if

1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different
tasks to a specialized job. It may widen the number of task the employee must do
that is, add variety. When additional simple task are added to a job, the process is
called horizontal job enlargement. This also presumably adds interest to the work
and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in
each individual job must be carefully analyzed. Perhaps, the assembly lines can be
shortened so that there will be more lines and fewer workers on each line.
Moreover, instead of assigning one man to each job and then allowed to decide for
himself how to organize the work. Such changes permit more social contacts and
greater control over the work process.

JOB ROTATION

60

Job rotation involves periodic assignments of an employee to completely different

sets of job activities. One way to tackle work routine is to use the job rotation.
When an activity is no longer challenging, the employee is rotated to another job,
at the same level that has similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice provides
more varieties and gives employees a chance to learn additional skills. The
company also benefits since the workers are qualified to perform a number of
different jobs in the event of an emergency.
CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes
will lend variety to his work. Further if workers are permitted to change their pace
that would give them a sense of accomplishment.
SCHEDULED REST PERIODS
Extensive research on the impact of rest periods indicates that they may increase
both morale and productivity. Scheduled rest periods bring many advantages:

61

They counteract physical fatigue

They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.

CHAPTER NO. 5
SURVEY

62

ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION
After data have been collected, the researcher turns to the task of analyzing them.
The analysis of data requires a number of closely related operations such as
establishment of categories, the application of these categories to raw data through
tabulation and drawing statically inferences.
Tabulation is the part of technical procedure where in the classified data are put in
the form of tables.
After analyzing the data, the researcher should have to explain the findings on the
basis of some theory. It is known as interpretation
.
The data has been collected from 100 employees of JSPL ANGUL, ODISHA
through questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various
summery tables were prepared. They have been presented along with their
interpretation in this manner.

1. Responses regarding whether the respondents are satisfied with the

workplace of organization

63

Table 1
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
31
49
12
5
3

Percentage
31
49
12
5
3

Graph 1

responses regarding whether respondents are satisfied with work place

percentage

60
50
40
30
20
10
0

no. of respondents

satisfaction level

Above table shows that 31% employees are strongly satisfied with their work
place 61% employees are satisfied with their workplace. It means over all 92%
employees are satisfied and other 18% are not satisfied with the work place.
2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization.
Table 2
Satisfaction level
Strongly satisfied
Satisfied

No. Of respondents
50
20

Percentage
50
20

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Slightly satisfied
Dissatisfied
Strongly dissatisfied

10
16
4

10
16
4

Graph 2

response regarding whether respondents are satisfied with infrastructure

60
50
40
30
20
percentage

10

no. of respondents

satisfaction level

Above table shows that 70% respondents are satisfied with infrastructure and 30%
are dissatisfied with infrastructure of JSPL. It can be interpreted that 30% are not
satisfied with infrastructure which not more in number.
3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
Table 3
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied

No. Of respondents
56
17
16

Percentage
56
17
16

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Dissatisfied
Strongly dissatisfied

9
3

9
3

Graph 3
responses regarding whether the respondents are satisfied with canteen facility
60
50
40
30
20
percentage

10

no. of respondents

satisfaction level

Above table shows that 88% employees are satisfied with the canteen facility
provided by the organization. Only 12% employees are not satisfied with canteen
facility
4. Responses regarding whether the respondents are satisfied with the
implementation of rules and responsibilities.
Table 4
Satisfaction level
Strongly satisfied
Satisfied

No. Of respondents
51
23

Percentage
51
23

66

Slightly satisfied
Dissatisfied
Strongly dissatisfied

10
11
6

10
11
6

Graph 4
responses regarding whether respondents are satisfied with implimentation of rules and responsibilities
60
50
40
30
20
percentage

10

no. of respondents

satisfaction level

Above table shows that 84% employees are satisfied with implementation of rules
and responsibilities. And 16% of respondents are not seems to be satisfied with the
implementing rules and responsibilities.

5. Responses regarding whether the respondents are satisfied with the

freedom given at work.
Table 5
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied

No. Of respondents
30
36
14
16

Percentage
30
36
14
16

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Strongly dissatisfied

Graph 5
responses regarding respondents are satisfied with the freedom at work
40
35
30
25
20
15
percentage

10

no. of respondents

5
0

satisfaction level

Above table shows that 80% respondents are happy with the freedom at work
given by management but only 20% of respondents are not satisfied with freedom
given at work place.
6. Responses regarding whether the respondents are satisfied with the team
spirit in organization
Table 6
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 6

No. Of respondents
52
21
7
16
4

Percentage
52
21
7
16
4

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responses whether respondents are satisfied with equal treatment to all

60
50
40
30
20
percentage

10

no. of respondents

satisfaction level

Above table shows that 80% employees are satisfied with team sprit built in
organization and other employees are not satisfied with team spirit in the
organization.

7 Responses regarding whether the respondents are satisfied with convenient

working hours.
Table 7
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 7

No. Of respondents
20
41
11
23
5

Percentage
20
41
11
23
5

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responses whether respondents are satisfied with convinient working hours

percentage

45
40
35
30
25
20
15
10
5
0

no. of respondents

satisfaction level

Above table shows that 20% employees strongly feels that the working hours
decided by organization are most convenient for them. Other 52% employees are
satisfied with these working hours. And only 28% employees are not much
satisfied with the working hours.
8. Responses regarding whether the respondents are satisfied with Job
security
Table 8
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 8

No. Of respondents
13
18
11
12
46

Percentage
13
18
11
12
46

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responces whether respondents are satisfied with job security

50
45
40
35
30
25
20
percentage

15
10

no. of respondents

5
0

satisfaction level

Above table shows that only 31 % employees are satisfied with the job security.
And remaining 69% of employees are not satisfied with the job security provided
by the organization.
9. Responses regarding whether the respondents are satisfied with the targets
achievable
Table 9
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 9

No. Of respondents
64
21
11
4
0

Percentage
64
21
11
4
0

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responses whether respondents are satisfied with the targets achievable

70
60
50
40
30
percentage

20

no. of respondents

10
0

satisfaction level

Above table shows that 96% employees are strongly in favor that the targets given
are achievable and only 4% are not feels that the targets given are achievable.
10. Responses regarding whether the respondents are satisfied with the
opportunities of promotions
Table 10
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 10

No. Of respondents
8
14
6
26
46

Percentage
8
14
6
26
46

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responses whether respondents are satisfied with opportunities of promotion

50
45
40
35
30
25
20
percentage

15
10

no. of respondents

5
0

satisfaction level

Only 22% of the employees are satisfied with the opportunities of promotions
given by organization. And most of the employees nearly 78% are not satisfied
with opportunities of promotions.
11. Responses regarding whether the respondents are satisfied with the
payment of salary on time
Table 11
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 11

No. Of respondents
44
16
4
32
4

Percentage
44
16
4
32
4

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responses whether the employees are satisfied with the payment of salary on time

percentage

50
45
40
35
30
25
20
15
10
5
0

no. of respondents

satisfaction level

Above table shows that 60% of employees are satisfied with the payment of
salaries on time. Only 40% of the employees are not much satisfied with the
payment of salaries on time.
12 Responses regarding whether the respondents are satisfied with the quality
of formal training and induction program
Table 12
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly

No. Of respondentsPercentage
42
42
36
36
4
4
14
14

dissatisfied

Graph 12

74

responses regarding whether the respondents are satisfied with the quality of training and induction program
45
40
35
30
25
20
15
percantage

10

No. Of respondents

5
0

satisfaction level

From the above table it shows that 76% of the respondents are satisfied with the
quality of training and induction program and only
13. Responses regarding whether the respondents are satisfied with the
proper and proactive HR division
Table 13
Satisfaction Level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
Graph 13

No. Of Respondents
72
18
2
6
2

Percentage
72
18
2
6
2

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responses regarding whether the respondents are satisfied with the proper and proactive HR division
80
70
60
50
40
30
20

percentage

no. of respondents

10
0

satisfaion level

Above table shows that 92% of the respondents are satisfied with the HR
divisionOnly 8% of the respondents are not satisfied with the proactive and proper
HR division, which is very negligible in number.
14 Responses regarding whether the respondents are satisfied with the
performance appraisal system
Table 14
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly

No. Of respondents
62
28
4
4

Percentage
62
28
4
4

dissatisfied

Graph 14

76

responses regarding whether the respondents are satiosfied with the performance ap[praisal system
70
60
50
40
30
percentage

20

no. of respondents

10
0

satisfaction level

Above table shows that 90% respondents are satisfied with the performance
appraisal system and only 10% of the respondents are not much satisfied with the
performance appraisal system implemented in organization.
15 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
Table 15
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
Graph 15

No. Of Respondents
4
22
4
45
25

Percentage
4
22
4
45
25

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responses regarding whether the respondents are satisfied with the positive acceptance of employees suggestions

percentage

50
45
40
35
30
25
20
15
10
5
0

no. of respondents

satisfaction level

Above table shows that the 26% of the respondents are satisfied with the positive
acceptance of the suggestions given by the respondents but most of the
respondents 70% are dissatisfied with this point.
16 Responses regarding whether the respondents are satisfied with
management keeps promises
Table 16
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
Graph 16

No. Of Respondents
76
14
4
6
0

Percentage
76
14
4
6
0

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responses regarding whether the respondents are satisfied with the management keeps promises
80
70
60
50
40
30
percentage

20

no. of respondents

10
0

satisfaction level

Above table shows that 90% of the respondents are satisfied with the management
keeps promises and only 10% of the respondents are dissatisfied with the thing
that the management keeps promises.

79

CONCLUSION
All the conclusions are drawn based on the analysis and interpretation of the
primary data regarding the job satisfaction of the employees of VIVANTA BY
TAJ OF BANGALORE.
From the analysis and interpretation, it is concluded that most of the
employees are satisfied with the workplace and only few employees are not
satisfied with the workplace, which are negligible in number. And similarly
in case of infrastructure most of the employees are satisfied and very small
number of employees are not happy with the infrastructure of VIVANTA
BY TAJ and the canteen facilities. It means the workplace and infra
structure of TAJ is good or satisfactory.
It is concluded that near about all the employees are satisfied with
implementation of rules and responsibilities. And only some of them are not

80

seems to be satisfied with the implementing rules and responsibilities.

Therefore it shows that implementation of rule and responsibility is done
fairly.
From the study it is clear that the higher percentage of employees are happy
with the freedom at work given by management but only some of them are
not feeling satisfied with the freedom given at work place.
According to analysis and interpretation, most of the employees are
satisfied with the team spirit built in organization and only few are not
happy with team spirit in the organization. From this it seems that the team
spirit in the organization is strong.
This study shows that only few employees strongly feel that the working
hours decided by organization are most convenient for them. Other is not in
favor with these working hours. So it is clear that the management kept the
main consideration about working conditions and the hours, which satisfies
the employees.
The study shows that very small numbers of employees are satisfied with
the job security. And remaining most of the employees are not satisfied with
the job security provided by the organization. Hence from this analysis it is
cleared that there is feeling of fear of job loss in the employees of TAJ.
An analysis shows that employees are strongly in favor that the targets
given are achievable and only are not feels that the targets given are
achievable. Hence the targets set by management are achievable.

81

From the analysis it is concluded that very small number of employees are
satisfied with the payment as per their roles and responsibility and
remaining all are not satisfied with the payment according to their roles and
responsibilities. Hence from this analysis it can be cleared that payment
according to roles and responsibilities are not much satisfied.
Only little number of the employees is satisfied with the opportunities of
promotions given by organization. It shows that the employees do not have
any growth of opportunities. Analysis shows that the payment of salary is
made always on time.
From the analysis and interpretation it is clear that very large numbers of
the respondents are satisfied with the quality of training and induction
program and in house training held by the management. And few are not
satisfied with the quality of in house training. But the period of training is
not satisfactory to the employees.
From the analysis it is clear that HR division is most satisfactory to all
employees only few are not satisfied with the HR division in the company.
In case of performance appraisal system and the office events and parties
organized by the organization near about all the employees are satisfied.
The birthdays of all the employees are remembered and celebrated in the
organization.

It is concluded that the employees are not much satisfied with the forum for
face-to-face communication. From the analysis it is clear that half of the
employees are satisfied and other half are not satisfied with the

82

encouragement given to the suggestions of the employees. But only few

think that there is positive acceptance of the suggestions given by the
employees. From the analysis it is clear that management keeps all the
promises.

SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions
are given as under:
In case of working hours decided by the organization are not convenient for
the employees of VIVANTA BY TAJ BANGALORE. The working hours
are 6 hours per day that from 8.30AM to 5 PM. These hours should
minimize up to 5 hours.

The criteria for Job security is not much satisfactory so management have
concentrate on job security of employees so that they can work without fear
of job loss in the organization.

83

Opportunities of growth of employees are very less so that there can be

employee turnover hence management has to give emphasis on increasing
the promotion opportunities for according to the performance of employees.

From analysis we concluded that the period of in house training is very

short that is of only 3 days, which is not sufficient to get complete
knowledge about the work. Hence the training period should extend up to 5
days.

As there is an active participation of employees in decision making but

rarely the suggestions given by them are drawn in action. Hence the
confidence of employees gets demotivated.

So to motivate the employees management can take into consideration

some proper suggestions given by the employees. It will help to increase
the motivation and ultimately the Job satisfaction of the employees of
VIVANTA BY TAJ BANGALORE.

84

BIBLIOGRAPHY
Books: Hitt, Miller, Colella Organizational Behavior A Strategic Approach,
Wiley Students Edition.
Luthans Fred Organizational Behavior, McGraw Hill 7th Edition.
Newstrom John W., Davis Keith, Organizational Behavior Human
Resource At Work, 9th Edition, Tata McGraw Hill Edition.
Pestonjee D. M. Motivation and Job Satisfaction, 1 st Edition. Macmillan
India Limited.

Websites: http://www.vivantabytaj.com

85

www.workforce.com
www.google.com
www.projects99.com
www.citehr.com
www.google.com/images

ANNEXTURE
QUESTAIONNAIRE
NAME- ___________________ MOBILE MODEL- ________
AGE- ________ OCCUPATION-_________________
1. Responses regarding whether the respondent are satisfied with the
workplace of organization.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied

86

5. Strongly satisfied
2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
3. Response regarding whether the respondents are satisfied with the canteen
facility provided by organization.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
4. Responses regarding whether the respondent are satisfied with the
implementation of rules and responsibilities.

1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied

87

5. Responses regarding whether the respondents are satisfied with freedom

given at work.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
6. Responses regarding whether the respondent are satisfied with the team
spirit in organization.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
7. Responses regarding whether the respondent are satisfied with convenient
working hour.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
8. Responses regarding whether the respondent are satisfied with job security.

88

1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
9. Responses regarding whether the respondents are satisfied with the targets
achievable.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
10. Responses regarding whether the respondent are satisfied with the
opportunities of promotion.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
11. Responses regarding whether the respondent are satisfied with the
payment of salary on time.
1. Strongly satisfied
2. Satisfied

89

3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
12. Responses regarding whether the respondents are satisfied with the
quality of formal training and induction program.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
13. Responses regarding whether the respondents are satisfied with the
proper and proactive HR division.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
14. Responses regarding whether the respondents are satisfied with the
performance appraisal system.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied

90

5. Strongly satisfied
15. Responses regarding whether the respondent are satisfied with positive
acceptance of employees suggestion.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied
16. Responses regarding whether the respondents are

satisfied with

management keep promises.

1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
5. Strongly satisfied

THANK YOU FOR YOUR VALUEABLE HELP!!!

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